YRC Worldwide Inc.
2006 Annual Report. In today’s competitive
environment, standing still is not an option.
The story of YRC Worldwide in 2006 is a
story of progress: achievement, development
Forging Connections and Making Progress in 2006
YRC WORLDWIDE INC. ANNUAL REPORT 2006 3
Over the last several years, we have built our So the journey continues along the same strategic
capabilities to become a global leader in path we set for ourselves several years ago. In
transportation and supply-chain solutions. many ways, the year ahead is one where we will
The progress made in 2006 is key to achieving “connect the dots” by leveraging and integrating
that goal. the capabilities we have assembled while focusing
on faster growth and greater efficiency.
We delivered another year of record revenue and
operating profit. For the fourth straight year, As has been the case in the past—and will be in
our return on committed capital exceeded our the future—our people make it all happen. And
weighted average cost of capital. We also I want to thank each of them for their efforts
improved the speed and efficiency of our asset- in driving our continued success. Whether they
based networks and we continued to enhance our work in a business unit, Enterprise Services,
presence around the world, especially in China. technology, or the corporate staff, their contribu-
Our joint ventures there provide the platform for tions are highly valued and greatly appreciated.
significant expansion in 2007 and beyond. We
2006 was an exciting and productive year in
have a unique and powerful opportunity to follow
many ways, but 2007 will be a year where we
our 800,000-plus customers around the world and
bring it all together for our employees, customers
create value for them, as well as our employees
and our shareholders.
At the end of 2006, we announced three structural
changes that will accelerate our performance.
We established the YRC National Transportation
organization—which puts the strategic direction
of Yellow and Roadway under one management
team—to create better efficiency, resource
utilization and capital management. We will also
have the opportunity for further differentiation
and faster growth from these two great brands.
The Enterprise Solutions Group was formed to
make it more convenient for our larger, more
William D. Zollars
complex customers to do business with us and Chairman of the Board,
give them an easier way to access all of our brands President and CEO
and capabilities. Again, we see great opportunity YRC Worldwide Inc.
for faster, more profitable growth as an outcome
of this new approach.
Finally, we consolidated USF Bestway into
USF Reddaway, creating an even stronger
regional portfolio of companies. USF Reddaway,
USF Holland, USF Glen Moore and New Penn
are all recognized as leaders in their respective
markets with strong brands and a history of
providing great service.
4 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
Reported Revenue Adjusted Operating Income
* Adjustments primarily related to property gains/losses, acquisition-related
charges and reorganization charges. Management does not consider these
when evaluating core operations.
2002 2003 2002 2003
2004 2005 2006 2004 2005 2006
2006 was a year of record revenue, operating profit and progress.
6 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
Yellow Transportation. “At Yellow, we work every
day to create possibilities that enhance our
customers’ supply chains. We’re able to deliver
innovative solutions through teamwork, world-class
technology and a deep understanding of our
customers and their markets. One of our most
successful solutions is Exact Express, our time-
definite, guaranteed, expedited service. Our
commitment to meet customers’ expectations for
on-time, damage-free deliveries is unwavering.
I’m confident customers appreciate the peace of mind
that goes hand-in-hand with that commitment.”
San Jose, California
YRC WORLDWIDE INC. ANNUAL REPORT 2006 7
Personalizing Each Customer’s Experience
Roadway. “It was a tremendously busy year at
Roadway. First, we significantly transformed our
network, resulting in increased speed and reliability.
We introduced a new service for guaranteed
morning delivery of standard shipments. And we
received a patent for our Sealed Divider™ Service
to give customers verifiable security for their
shipments. In addition to these new services, the
key to our success at Roadway is our ability to
develop smart, personalized solutions for each
customer’s transportation needs.”
Driver Account Specialist
New Orleans, Louisiana
8 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
Building a Regional Network with Expertise
USF. “We moved the ball forward in 2006 by offering
customers unmatched next-day and two-day
coverage and by strengthening our reputation for
quality service and on-time reliability. We also
made progress in developing better, more efficient
connections that provide our customers with more
time to effectively manage their business.”
Area Sales Director
YRC WORLDWIDE INC. ANNUAL REPORT 2006 9
Delivering Shipments with Care
New Penn. “We’ve developed a reputation for
exceptional service—first, in terms of on-time
reliability and, second, in terms of quality handling
from pickup to delivery. Our energy this year went
first and foremost to serving regional customers
throughout the Northeast with reliable next-day
delivery. Our commitment to superior service has
made New Penn a leader in our market.”
Customer Service Representative
10 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
Growing Global Reach
Meridian IQ . “We continued to expand our global
logistics capabilities to facilitate international trade,
with China as a focal point for investment and
growth. We intensified our focus on customer
satisfaction, and introduced a turnkey transportation
management solution designed for small and
mid-sized companies. We also launched a new
initiative to deepen our relationships with clients.
These added capabilities are crucial to our long-term
growth and have been extremely beneficial to
our ability to serve our global logistics clients more
powerfully each day.”
Global Development Manager
San Francisco, California
YRC WORLDWIDE INC. ANNUAL REPORT 2006 11
Putting Information Technology to Work
YRC Worldwide Technologies. “In 2006, we
deployed tools across multiple operating companies
that enabled them to be more responsive to customer
needs. We developed technology that allows
shipments to seamlessly and securely move across
borders. And we’re making significant progress
in developing next-generation systems for mobile
technology and asset tracking. In short, we are
enabling our operating companies to advance global
Overland Park, Kansas
12 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
Michael J. Smid James D. Staley
President, YRC National Transportation President, YRC Regional Transportation
YRC National Transportation consists of YRC Regional Transportation is composed
Yellow Transportation, Roadway and Roadway of New Penn, USF Glen Moore, USF Holland
subsidiary Reimer Express in Canada. Yellow and USF Reddaway. Together, the YRC Regional
and Roadway, the two largest YRC Worldwide Transportation companies deliver nationwide
subsidiaries, maintain independent brands and services in the next-day, second-day and
networks to deliver a full range of national, time-sensitive markets, which are among the
regional and international transportation solutions fastest-growing transportation segments.
for industrial, commercial and retail goods.
Michael J. Smid James D. Staley
YRC National Transportation YRC Regional Transportation
YRC WORLDWIDE INC. ANNUAL REPORT 2006 13
James D. Ritchie
President, Meridian IQ
Meridian IQ , a global logistics management
company, coordinates the movement of goods
worldwide across multiple modes of the global
supply chain. Meridian IQ helps businesses
automate and improve shipment planning,
optimization, administration and overall supply-
chain processes while connecting more efficiently
with clients, their suppliers and the final consumer.
James D. Ritchie
14 YRC WORLDWIDE IN C. ANNUAL REPORT 2006
YRC Worldwide Inc. Meridian IQ Board of Directors Phillip J. Meek 2
William D. Zollars James D. Ritchie Director since 2003,
William D. Zollars
Chairman of the Board, President Retired Senior Vice President,
Director since 1999,
President and Capital Cities /ABC, Inc.
YRC National Transportation Chairman of the Board,
Chief Executive Officer
Michael J. Smid William L. Trubeck 1*
President and Chief Executive
Donald G. Barger, Jr. President Officer of the Company Director since 1994,
Executive Vice President Executive Vice President
Cassandra C. Carr 2, 3
and Chief Financial Officer Roadway Express and Chief Financial Officer,
Director since 1997,
Terrence M. Gilbert H&R Block, Inc.
Daniel J. Churay Senior Advisor,
Executive Vice President, Carl W. Vogt 3*
General Counsel and Secretary Director since 1996,
Howard M. Dean 1 Retired Senior Partner,
Allan N. Robison
Michael J. Naatz Director since 1987, Fulbright & Jaworski LLP
Executive Vice President Retired Chairman,
Enterprise Services 1 Audit/Ethics Committee
Dean Foods Company
Yellow Transportation 2 Compensation Committee
Maynard F. Skarka 3 Governance Committee
John F. Fiedler 1
Michael K. Rapken * Committee Chairman
Executive Vice President Director since 2003,
and Chief Information Officer Retired Chairman and
YRC Regional Transportation Corporate Information
Chief Executive Officer,
James D. Staley
Gregory A. Reid Borg Warner, Inc.
Executive Vice President YRC Worldwide Inc.
Dennis E. Foster 2*, 3
Enterprise Solutions Group P.O. Box 7563
and Chief Marketing Officer Director since 2000, Overland Park, KS 66207
Steven D. Gast Retired Vice Chairman, 913-696-6100
Steven T. Yamasaki President Alltel Corporation yrcw.com
Executive Vice President
USF Glen Moore John C. McKelvey 1
Human Resources Independent Auditors
Director since 1977, KPMG LLP
Paul F. Liljegren USF Holland President and Kansas City, MO
Vice President, John O'Sullivan Chief Executive Officer,
Controller and President Menninger Foundation and Transfer Agent and Registrar
Chief Accounting Officer Menninger Psychiatric Clinic UMB Bank, N.A.
USF Reddaway Securities Transfer Division
Todd M. Hacker
T.J. O’Connor 928 Grand Boulevard, 5th Floor
President Kansas City, MO 64106
Treasury and Investor Relations
Please write to:
YRC Worldwide Inc.
or see our Web site
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
[X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 [NO
For the fiscal year ended December 31, 2006
 TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
[NO FEE REQUIRED]
For the transition period from __________________ to __________________
Commission file number 0-12255
YRC WORLDWIDE INC.
(Exact name of registrant as specified in its charter)
(State or other jurisdiction of (I.R.S. Employer
incorporation or organization) Identification No.)
10990 Roe Avenue, Overland Park, Kansas
(Address of principal executive offices) (Zip Code)
Registrant’s telephone number, including area code: (913) 696-6100
Securities registered pursuant to Section 12(b) of the Act:
Common Stock, $1 Par Value Per Share
(Title of class)
Securities registered pursuant to Section 12(g) of the Act:
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes X No __
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes __ No X
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such
reports), and (2) has been subject to such filing requirements for the past 90 days.
Yes X No __
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will
not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in
Part III of this Form 10-K or any amendment to this Form 10-K. [ ]
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See
definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act.
Large accelerated filer X Accelerated filer __ Non-accelerated filer __
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act).
Yes __ No X
The aggregate market value of the voting and non-voting common equity held by nonaffiliates of the registrant at June 30, 2006
Indicate the number of shares outstanding of each of the registrant’s classes of common stock, as of the latest practicable date.
Outstanding at January 31, 2007
Common Stock, $1 Par Value Per Share 57,209,694 shares
DOCUMENTS INCORPORATED BY REFERENCE
The following documents are incorporated by reference into the Form 10-K:
1) Proxy Statement related to the 2007 Annual Meeting of Shareholders - Part III
YRC Worldwide Inc.
Year Ended December 31, 2006
1. Business 4
1A.Risk Factors 12
1B.Unresolved Staff Comments 16
2. Properties 16
3. Legal Proceedings 16
4. Submission of Matters to a Vote of Security Holders 16
5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity
6. Selected Financial Data 20
7. Management’s Discussion and Analysis of Financial Condition and Results of Operations 21
7A.Quantitative and Qualitative Disclosures About Market Risk 38
8. Financial Statements and Supplementary Data 39
9. Changes in and Disagreements With Accountants on Accounting and Financial Disclosure 86
9A.Controls and Procedures 86
9B.Other Information 86
10. Directors and Executive Officers of the Registrant 87
11. Executive Compensation 88
12. Security Ownership of Certain Beneficial Owners and Management 88
13. Certain Relationships and Related Transactions 88
14. Principal Accountant Fees and Services 88
15. Exhibits, Financial Statement Schedules 89
Exhibits Index 89
Report of Independent Registered Public Accounting Firm on Financial Statement Schedule 96
Financial Statement Schedule II 97
This entire annual report, including (among other items) “Item 7, Management’s Discussion of Analysis of Financial Condition
and Results of Operations” and certain statements in the Notes to Consolidated Financial Statements contained in “Item 8,
Financial Statements and Supplementary Data”, includes forward-looking statements within the meaning of Section 27A of the
Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (each a “forward-
looking statement”). Forward-looking statements include those preceded by, followed by or including the words “should,”
“could,” “may,” “expect,” “believe,” “estimate” or similar expressions. Our actual results could differ materially from those
projected by these forward-looking statements due to a number of factors, including (without limitation), inflation, inclement
weather, price and availability of fuel, sudden changes in the cost of fuel or the index upon which the Company bases its fuel
surcharge, competitor pricing activity, expense volatility, including (without limitation) expense volatility due to changes in rail
service or pricing of rail service, ability to capture cost reductions, including (without limitation) those cost reduction
opportunities arising from acquisitions, changes in equity and debt markets, a downturn in general or regional economic activity,
effects of a terrorist attack, and labor relations, including (without limitation), the impact of work rules, work stoppages, strikes or
other disruptions, any obligations to multi-employer health, welfare and pension plans, wage requirements and employee
Other factors as well as more details regarding certain of these factors are provided in greater detail in “Item 1A – Risk
Item 1. Business
General Description of the Business
YRC Worldwide Inc. (also referred to as “YRC Worldwide”, “the Company”, “we” or “our”), one of the largest transportation
service providers in the world, is a holding company that through wholly owned operating subsidiaries offers its customers a wide
range of transportation services. The Company adopted the name YRC Worldwide in January 2006 to reflect the fact that its
services have expanded to encompass logistics as well as global, national and regional transportation. The YRC Worldwide
portfolio of brands provides a comprehensive suite of services for the shipment of industrial, commercial and retail goods
domestically and internationally. The brands operate independently in the marketplace, providing customers with a differentiated
choice of services and providers. It is our strategy to allow each individual brand to develop its own franchise. We believe that this
strategy can result in a greater share of market than we might create under a one brand approach. Additionally, we believe open
competition in the marketplace strengthens our individual franchises to a greater extent than restricting the brands from such
competition. Our operating subsidiaries, which are also our reportable segments, include the following:
• Yellow Transportation, Inc. (“Yellow Transportation”) is a leading transportation services provider that offers a full
range of regional, national and international services for the movement of industrial, commercial and retail goods,
primarily through centralized management and customer facing organizations. Approximately 44% of Yellow
Transportation shipments are completed in two days or less. In addition to the United States, Yellow Transportation also
serves parts of Canada, Mexico and Puerto Rico.
• Roadway Express, Inc. (“Roadway”) is a leading transportation services provider that offers a full range of regional,
national and international services for the movement of industrial, commercial and retail goods, primarily through
regionalized management and customer facing organizations. Approximately 32% of Roadway shipments are completed
in two days or less. Roadway owns 100% of Reimer Express Lines Ltd. (“Reimer”), located in Canada, that specializes in
shipments into, across and out of Canada.
• YRC Regional Transportation, Inc. (“Regional Transportation”) is a holding company for our transportation service
providers focused on business opportunities in the regional and next-day delivery markets. Regional Transportation is
comprised of New Penn Motor Express, Inc. (“New Penn”), USF Holland Inc. and USF Reddaway Inc., which provide
regional, next-day ground services through a network of facilities located across the United States (“U.S.”); Quebec,
Canada; Mexico and Puerto Rico. USF Glen Moore Inc., a provider of truckload services throughout the U.S., is also a
subsidiary of Regional Transportation. Approximately 90% of Regional Transportation LTL shipments are completed in
two days or less. In 2006, Regional Transportation also included USF Bestway Inc. In February 2007, we consolidated
the majority of USF Bestway’s operations into USF Reddaway.
• Meridian IQ, Inc. (“Meridian IQ”) is a global logistics management company that plans and coordinates the movement of
goods worldwide to provide customers a single source for logistics management solutions. Meridian IQ delivers a wide
range of global logistics management services, with the ability to provide customers improved return-on-investment
results through flexible, fast and easy-to-implement logistics services and technology management solutions.
In January 2007, we announced organizational changes that bring the management of Yellow Transportation and Roadway under
one organization established as YRC National Transportation. Accordingly, beginning in 2007 we will combine these previously
separate segments into one.
For revenue and other information regarding these segments, see the Business Segments note under “Item 8, Financial Statements
and Supplementary Data”.
Incorporated in Delaware in 1983 and headquartered in Overland Park, Kansas, we employed approximately 66,000 people as of
December 31, 2006. The mailing address of our headquarters is 10990 Roe Avenue, Overland Park, Kansas 66211, and our
telephone number is (913) 696-6100. Our website is www.yrcw.com. Through the “SEC Filings” link on our website, we make
available the following filings as soon as reasonably practicable after they are electronically filed with or furnished to the
Securities and Exchange Commission (“SEC”): our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q, Current
Reports on Form 8-K, and any amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities
Exchange Act of 1934, as amended. All of these filings may be viewed or printed from our website free of charge.
Narrative Description of the Business
Yellow Transportation offers a full range of services for the movement of industrial, commercial, and retail goods and provides
transportation services by moving shipments through its regional, national and international networks of service centers, utilizing
primarily ground transportation equipment that we own or lease. The Yellow Transportation mission is to be the leading provider
of guaranteed, time-definite, defect-free, hassle-free transportation services for business customers worldwide. Yellow
Transportation addresses the increasingly complex transportation needs of its customers through service offerings such as:
• Exact Express® – a premium expedited and time-definite ground service with an industry-leading 100% satisfaction
• Definite Delivery® – a guaranteed on-time service with constant shipment monitoring and proactive notification;
• Standard Ground™ – a ground service with complete coverage of North America;
• Expedited Direct™ – an expedited air forwarding solution for one, two and three-day shipments;
MyYellow®.com – a leading edge e-commerce web site offering secure and customized online resources to manage
Yellow Transportation provides transportation services for various categories of goods, which may include (among others)
apparel, appliances, automotive parts, chemicals, food, furniture, glass, machinery, metal, metal products, non-bulk petroleum
products, rubber, textiles, wood and other manufactured products or components. Yellow Transportation provides both less-than-
truckload (“LTL”) and truckload service. Most of Yellow Transportation’s deliveries are LTL service; however, Yellow
Transportation also offers truckload services to complement the LTL services, usually to fill back hauls and maximize equipment
utilization. Back haul is the process of moving trailers (often empty or partially full) back to their destination after a delivery.
Yellow Transportation, founded in 1924, serves more than 300,000 manufacturing, wholesale, retail and government customers
throughout North America. Operating from 330 strategically located facilities with 13,414 doors, Yellow Transportation provides
service throughout North America, including within Puerto Rico and Hawaii. The Yellow Transportation affiliates, YRC Services,
S. de R.L. de C.V. and Yellow Transportation of Ontario, Inc. and Yellow Transportation of British Columbia, Inc., provide
services in Mexico and Canada, respectively. Yellow Transportation’s shipments have an average shipment size of 1,200 pounds
and travel an average distance of roughly 1,200 miles.
As of December 31, 2006, approximately 22,000 Yellow Transportation employees are dedicated to operating its system, which
supports 280,000 shipments in transit at any time. An operations research and engineering team is responsible for the equipment,
routing, sequencing and timing of nearly 64 million miles per month. At December 31, 2006, Yellow Transportation had 7,967
owned tractors, 648 leased tractors, 32,982 owned trailers and 769 leased trailers.
Based in Overland Park, Kansas, Yellow Transportation accounted for 35% of our total operating revenue in 2006, 39% of our
total operating revenue in 2005 and 47% of our total operating revenue in 2004.
Founded in 1930, Roadway serves more than 300,000 manufacturing, wholesale, retail and government customers throughout
North America through its extensive network of 336 service centers with 13,480 doors located throughout North America.
Roadway offers long-haul, interregional and regional LTL transportation services on two-day and longer lanes and is a leading
transporter of industrial, commercial and retail goods with a variety of innovative services designed to meet customer needs.
Roadway provides seamless, general commodity freight service among all 50 states, Canada, Mexico and Puerto Rico, and offers
import and export services to more than 100 additional countries worldwide through offshore agents. Reimer Express Lines, a
subsidiary of Roadway, provides service in Canada, and the Roadway affiliate, YRC Services, S. de R.L. de C.V, provides
services in Mexico. Roadway’s shipments have an average shipment size of 1,200 pounds and travel an average distance of
roughly 1,200 miles.
Roadway provides transportation services for similar categories of goods as those that Yellow Transportation delivers. Roadway
primarily offers LTL service yet also offers truckload services to complement its LTL service, usually to fill back hauls and
maximize equipment utilization. In addition, Roadway provides higher margin specialized services, including guaranteed
expedited services, time-specific delivery, North American international services, coast-to-coast air delivery, sealed trailers,
product returns, cold-sensitive protection and government material shipments. The Roadway suite of time-based services provides
customers the flexibility to choose next day and beyond service on the ground or in the air at any hour, day or night, anywhere
across North America with extreme reliability. These service offerings include:
• Time-Critical TM Service – a premium expedited and time-definite service via ground or air anywhere in North America
with a 100% on-time guarantee, delivery windows as precise as one hour, and options to charter partial or entire aircraft.
• Time-Critical TM Multi-Day Window Service – a service option providing customers the ability to select any size multiple
day delivery window and is guaranteed not to deliver early or late. Multi-Day Window service is ideal for vendors
shipping to retailers trying to avoid costly charge-backs when faced with strict window delivery requirements.
• Time-Advantage TM Service – Roadway’s newest expedited service option providing customers the ability to pick the
speed to match their need on the ground or in the air anywhere throughout North America.
• Sealed Divider TM – a patented, dedicated service providing extra protection and verifiable security in transit through a
numbered rod-lock seal system with customers paying only for the space used on the trailer.
• My.Roadway.com – a secure e-commerce web site offering online resources for shipment visibility and management in
Roadway employed approximately 22,000 employees as of December 31, 2006. At that date, it owned 6,807 tractors and 27,268
trailers and leased 2,064 tractors and 3,183 trailers. Headquartered in Akron, Ohio, Roadway accounted for 34% of our total
operating revenue in 2006, 38% of our total operating revenue in 2005 and 46% of our total operating revenue in 2004.
Reimer Express Lines
Founded in 1952, Reimer, a wholly owned subsidiary of Roadway, offers Canadian shippers a selection of direct connections
within Canada, throughout North America and around the world. Its network and information systems are completely integrated
with those of Roadway. Integration with Roadway enables Reimer to provide seamless cross-border services between Canada,
Mexico and the U.S.
YRC Regional Transportation
Regional Transportation is comprised of New Penn, USF Glen Moore, USF Holland and USF Reddaway. In 2006, Regional
Transportation also included USF Bestway Inc. In February 2007, we consolidated the majority of USF Bestway’s operations into
USF Reddaway. Together, the Regional Transportation companies deliver services in the next-day, second-day and time-sensitive
markets nationwide, which are among the fastest-growing transportation segments. The Regional Transportation service portfolio
• Regional delivery – including next-day local area delivery and second-day services; consolidation/distribution services;
protect-from-freezing and hazardous materials handling; and a variety of other specialized offerings.
• Expedited delivery – including day-definite, hour-definite and time definite capabilities.
• Truckload delivery – including regional, national, dedicated and team-based services.
• Inter-regional delivery – combining our best-in-class regional networks with reliable sleeper teams, Regional
Transportation provides reliable, high-value services between our regional operations.
• Cross-border delivery – through strategic partnerships, the Regional Transportation companies provide full-service
capabilities between the U.S. and Canada, Mexico and Puerto Rico.
• USFNet.com and NewPenn.com – are both leading edge e-commerce web sites offering secure and customized online
resources to manage transportation activity.
The Regional Transportation companies are described as follows:
• New Penn Motor Express, headquartered in Lebanon, Pennsylvania, provides local next-day, day-definite, and time-
definite services through a network of 23 service centers with 1,213 doors located in the Northeastern United States;
Quebec, Canada; and Puerto Rico. New Penn employs over 2,000 people and owns and operates a fleet of nearly 900
tractors and 1,800 trailers.
• USF Glen Moore, headquartered in Carlisle, Pennsylvania, provides spot, dedicated and single-source customized
truckload services through the use of company and team-based drivers. USF Glen Moore has two primary domiciles
located in Carlisle, Pennsylvania, and Knoxville, Tennessee. USF Glen Moore employs over 750 people and owns and
operates a fleet of over 800 tractors and 2,700 trailers.
• USF Holland, headquartered in Holland, Michigan, provides local next-day, regional and expedited services through a
network of 74 service centers with 4,542 doors located in the Midwestern, Southeastern and portions of the Northeast
United States. They also provide service to the provinces of Ontario and Quebec, Canada. USF Holland employs over
9,500 people and owns and operates a fleet of over 5,000 tractors and 9,000 trailers.
• USF Reddaway, headquartered in Clackamas, Oregon, provides local next-day, regional and expedited services through a
network of 57 service centers with 1,309 doors located in California, the Pacific Northwest, and the Rocky Mountain
States. Additionally USF Reddaway provides services to Alaska and to the provinces of Alberta and British Columbia,
Canada. USF Reddaway employs over 2,800 people and owns and operates a fleet of over 1,300 tractors and 4,000
• USF Bestway, headquartered in Scottsdale, Arizona, provided next-day, regional and expedited services through a
network of 55 service centers with 1,454 doors located in the Southwest and Midwest areas. In February 2007, we
consolidated the majority of USF Bestway’s operations into USF Reddaway. USF Bestway employed over 2,200 people
and owned and operated a fleet of over 1,000 tractors and 3,400 trailers. Most of these employees now work for USF
Reddaway, and most of this equipment is now utilized by USF Reddaway and USF Holland. The new USF Reddaway,
headquartered in Clackamas, Oregon, provides local next-day, regional and expedited services through a network of 94
service centers with 2,441 doors throughout the entire Northwest and Southwest United States. Additionally, USF
Reddaway provides services to Alaska and to the provinces of Alberta and British Columbia, Canada. USF Reddaway
employs over 4,700 people and owns and operates a fleet of over 2,300 tractors and 7,700 trailers.
The Regional Transportation companies serve more than 200,000 manufacturing, wholesale, retail and government customers
throughout North America. Regional Transportation’s 17,000 employees are dedicated to supporting the delivery of over 15.6
million shipments annually. In addition to over 371 local, company-based sales executives, Regional Transportation has 20
corporate account managers who provide corporate sales services to the entire group of companies. In 2006, each of our four
companies was recognized with the prestigious Quest for Quality award by the readers of Logistics Management magazine.
Headquartered in Fairlawn, Ohio, the Regional Transportation companies accounted for 25% of our total operating revenue in
2006, 18% of the total operating revenue in 2005 and New Penn, prior to the creation of Regional Transportation upon the
acquisition of USF in 2005, accounted for 4% of our operating revenue in 2004.
Meridian IQ is a global logistics management company that plans and coordinates the movement of goods worldwide to provide
customers a single source for logistics management solutions. Meridian IQ arranges for and expedites the movement of goods and
materials through the supply chain. With the May 2005 acquisition of USF Corporation, Meridian IQ has integrated the USF
Logistics business, expanding the breadth and depth of our service offering.
Meridian IQ delivers a wide range of global logistics management services, with the ability to provide customers improved return-
on-investment results through flexible, fast and easy-to-implement logistics services and technology management solutions.
Meridian IQ has approximately 18,000 transactional and 350 contractual customers.
Meridian IQ offers the following services:
• International supply chain services - arranging for the administration, transportation and delivery of goods worldwide;
• Multi-modal brokerage services – providing companies with daily shipment needs with access to volume capacity and
specialized equipment at competitive rates;
• Domestic forwarding and expedited services – arranging guaranteed, time-definite transportation for companies within
North America requiring time-sensitive delivery options and guaranteed reliability;
• Transportation solutions and technology management – web-native transportation management systems enabling
customers to manage their transportation network centrally with increased efficiency and visibility. When combined with
network consulting and operations management any organization, regardless of size, can outsource transportation
functions partially or even entirely with Meridian IQ; and
• Flow-thru distribution, dedicated fleet and dedicated warehouse services - solutions that deliver advance technology,
effective facility layouts and efficient operations that maximize product flow, improving cycle-time and cost
At December 31, 2006, Meridian IQ had more than 2,700 employees, including 2,300 located in North America, 200 located in
Asia, 75 located in Latin America, and 130 located in Europe (predominately in the United Kingdom). Based in Overland Park,
Kansas, Meridian IQ accounted for 6% of our total operating revenue in 2006, 5% of our total operating revenue in 2005 and 3%
of our total operating revenue in 2004.
We have three wholly owned subsidiaries that provide shared support services across the YRC Worldwide enterprise. These are
YRC Worldwide Technologies, YRC Worldwide Enterprise Services, and YRC Assurance Co. Ltd (“YRC Assurance”).
YRC Worldwide Technologies is headquartered in Overland Park, Kansas and has approximately 600 employees. YRC
Worldwide Technologies and Meridian IQ together provide hosting, infrastructure services and managed transportation business
YRC Worldwide Enterprise Services, headquartered in Overland Park, Kansas, provides a variety of support services including
payroll, cash disbursements and cash receipts through common resources to the consolidated group. This entity employs
approximately 1,100 people.
YRC Assurance Co. Ltd., is a captive insurance company domiciled in Bermuda and a wholly owned and consolidated subsidiary
of YRC Worldwide Inc. YRC Assurance provides insurance services to certain wholly owned subsidiaries of YRC Worldwide.
In addition, YRC Worldwide provides certain services to its subsidiaries such as legal, risk management, finance and coordination
In January 2007, we announced the formation of YRC Enterprise Solutions Group. YRC Enterprise Solutions Group will provide
sales and marketing services to our operating subsidiaries for an identified group of large accounts who desire to buy services
from more than one of these operating subsidiaries in a coordinated manner.
Each of our shared services organizations charges the operating companies for their services, either based upon usage or on an
overhead allocation basis.
Customers have a wide range of choices. The companies of YRC Worldwide believe that overall brand strategy, service quality,
technology, a broad service portfolio, responsiveness and flexibility are important competitive differentiators.
Few U.S.-based transportation companies offer comparable transportation and logistics capabilities. By integrating traditional
ground, expedited, air, ocean and managed transportation capabilities, we provide business organizations with a single source
answer to shipping challenges globally. Our market studies show a continued preference among customers for transportation
logistics providers based on “service value”, which is the relationship between overall quality and price. We believe that we can
compete against any transportation and logistics competitor from a value perspective.
Yellow Transportation, Roadway, Regional Transportation, and Meridian IQ operate in a highly competitive environment against
a wide range of transportation and logistics service providers. These competitors include global, integrated transportation services
providers; global forwarders; national transportation services providers; regional or interregional providers; and small,
intraregional transportation companies. The companies of YRC Worldwide also compete against providers within several modes
of transportation including: less-than-truckload, truckload, air and ocean cargo, rail, transportation consolidators and privately
Ground-based transportation includes private fleets and two quot;for-hirequot; carrier groups. The private carrier segment consists of fleets
that companies who move their own goods own and operate. The two quot;for-hirequot; groups are based on typical shipment sizes that
transportation service companies handle. Truckload refers to providers transporting shipments that generally fill an entire 48 or 53
foot trailer, and less-than-truckload or ‘shared load’ refers to providers transporting goods from multiple shippers in a single load
that would not fill a full-sized trailer on their own.
Shared load or LTL transportation providers consolidate numerous orders generally ranging from 100 to 10,000 pounds from
varying businesses into individual service centers within close proximity to where those shipments originated. Utilizing expansive
networks of pickup and delivery operations around these local service centers, shipments are moved between origin and
destination utilizing distribution centers when necessary, where consolidation and deconsolidation of loads occurs. Depending on
the distance shipped, shared load providers (asset and non-asset based) are often classified into one of four sub-groups:
• Regional - Average distance is typically less than 500 miles with a focus on one- and two-day delivery times. Regional
transportation companies can move shipments directly to their respective destination centers, which increases service
reliability and avoids costs associated with intermediate handling.
• Interregional - Average distance is usually between 500 and 1,000 miles with a focus on two- and three-day delivery
times. There is a competitive overlap between regional and national providers in this category as each group sees the
interregional segment as a growth opportunity, and there are no providers focusing exclusively on this sector.
• National - Average distance is typically in excess of 1,000 miles with focus on two- to five-day delivery times. National
providers rely on interim shipment handling through a network of terminals, which require numerous satellite service
centers, multiple distribution centers, and a relay network. To gain service and cost advantages, they often ship directly
between service centers, minimizing intermediate handling.
• Global – providing freight forwarding and final mile delivery services to companies shipping to and from multiple
regions around the world. This service can be offered through a combination of owned assets or through a purchased
transportation or third-party logistics model.
Competitive cost of entry into the asset-based LTL sector on a small scale, within a limited service area, is relatively small
(although more than in other sectors of the transportation industry). The larger the service area, the greater the barriers to entry,
due primarily to the need for additional equipment and facilities associated with broader geographic service coverage. Broader
market coverage in the competitive transportation landscape also requires increased technology investment and the ability to
capture cost efficiencies from shipment density (scale), making entry on a national basis more difficult.
Yellow Transportation, Roadway, and Meridian IQ (through transportation management services) provide service in all four sub-
groups. Regional Transportation competes in the regional, interregional and national transportation marketplace. Each brand
competes against a number of providers in these markets from small firms with one or two vehicles, to global competitors with
thousands of physical assets.
The competition specifically for Meridian IQ includes all of the same types of providers mentioned previously in addition to
transportation management systems providers, domestic and international freight forwarders, freight brokers, warehouse
management providers, and third party logistics companies.
Yellow Transportation, Roadway, Regional Transportation and other interstate carriers were substantially deregulated following
the enactment of the Motor Carrier Act of 1980, the Trucking Industry Regulatory Reform Act of 1994, the Federal Aviation
Administration Authorization of 1994 and the ICC Termination Act of 1995. Prices and services are now largely free of regulatory
controls, although the states retained the right to require compliance with safety and insurance requirements, and interstate motor
carriers remain subject to regulatory controls that agencies within the U.S. Department of Transportation impose.
Our operating companies are subject to regulatory and legislative changes, which can affect our economics and those of our
competitors. Various state agencies regulate us, and our operations are also subject to various federal, foreign, state, provincial and
local environmental laws and regulations dealing with transportation, storage, presence, use, disposal and handling of hazardous
materials, discharge of storm-water and underground fuel storage tanks.
We are also subject to regulations to combat terrorism that the Department of Homeland Security and other agencies impose.
We believe that our operations are in substantial compliance with current laws and regulations.
We further describe our operations in “Item 7, Management’s Discussion and Analysis of Financial Condition and Results of
Operations”, of this report.
Our operations are subject to U.S. federal, foreign, state, provincial and local regulations with regard to air and water quality and
other environmental matters. We believe that we are in substantial compliance with these regulations. Regulation in this area
continues to evolve and changes in standards of enforcement of existing regulations, as well as the enactment and enforcement of
new legislation may require us and our customers to modify, supplement or replace equipment or facilities or to change or
discontinue present methods of operation.
During 2006, we spent approximately $5.3 million to comply with U.S. federal, state and local provisions regulating the discharge
of materials into the environment or otherwise relating to the protection of the environment (collectively, “Environmental
Regulations”). In 2007, we expect to spend approximately $5.8 million to comply with the Environmental Regulations. Based
upon current information, we believe that our compliance with Environmental Regulations will not have a material adverse effect
upon our capital expenditures, results of operation and competitive position because we have either made adequate reserves for
such compliance expenditures or the cost for such compliance is expected to be small in comparison with our overall net worth.
We estimate that we will incur approximately $1.0 million in capital expenditures for environmental control equipment during
2007. We believe that capital expenditures for environmental control equipment for 2007 will not have a material adverse effect
upon our financial condition because the aggregate amount of these expenditures is expected to be immaterial.
The Comprehensive Environmental Response, Compensation and Liability Act (known as the “Superfund Act”) imposes liability
for the release of a “hazardous substance” into the environment. Superfund liability is imposed without regard to fault and even if
the waste disposal was in compliance with the then current laws and regulations. With the joint and several liability imposed under
the Superfund Act, a potentially responsible party (“PRP”) may be required to pay more than its proportional share of such
environmental remediation. Several of our subsidiaries have been identified as PRPs at various sites discussed below. The U.S.
Environmental Protection Agency (the “EPA”) and appropriate state agencies are supervising investigative and cleanup activities
at these sites. The EPA has identified Yellow Transportation as a PRP for four locations: Ilada Waste Co., a site at Dupo, IL;
Alburn Incinerator, Inc., Chicago, IL; Mercury Refinery, Albany, NY and IWI, Inc., Summit, IL. We estimate that the combined
potential costs at these sites will not exceed $0.1 million. With respect to these sites, it appears that Yellow Transportation
delivered minimal amounts of waste to these sites, which is de minimis in relation to other respondents. The EPA has identified
Roadway as a PRP for five locations: Operating Industries Site, Monterey Park, CA; BEMS Landfill, Mt. Holly, NJ; Double Eagle
Site, Oklahoma City, OK; Jones Industrial, South Brunswick, NJ and Berry’s Creek, Carlstadt, NJ. We estimate that combined
potential costs at the first four sites will not exceed $0.6 million. The EPA has notified Roadway and 140 other potential parties of
their potential responsibility status at the Berry’s Creek site where Roadway owns and operates a service center in the watershed
area that discharges into Berry’s Creek. We estimate the Berry’s Creek potential cost to be $0.6 million. The EPA has identified
USF Red Star, a non-operating subsidiary, as a PRP at six locations: Champion Chemical, Malboro, NJ; Booth Oil, N.
Tonanwanda, NJ; Quanta Resources, Syracuse, NY and three separate landfills in Byron, NJ, Moira, NY and Palmer, MA. We
believe the potential combined costs at these sites to be $0.4 million. The EPA has identified New Penn as a PRP for one location,
Pennsauken Landfill, Pennsauken, NJ. We believe the potential cost at this site to be immaterial.
While PRPs in Superfund actions have joint and several liabilities for all costs of remediation, it is not possible at this time to
quantify our ultimate exposure because the projects are either in the investigative or early remediation stage. Based upon current
information, we do not believe that probable or reasonably possible expenditures in connection with the sites described above are
likely to have a material adverse effect on our results of operations because:
• To the extent necessary, we have established adequate reserves to cover the estimate we presently believe will be our
liability with respect to the matter;
• We and our subsidiaries have only limited or de minimis involvement in the sites based upon a volumetric calculation;
• Other PRPs involved in the sites have substantial assets and may reasonably be expected to pay their share of the cost of
• We have adequate resources to cover the ultimate liability; and
• We believe that our ultimate liability is small compared with our overall net worth.
We are subject to various other governmental proceedings and regulations, including foreign regulations, relating to
environmental matters, but we do not believe that any of these matters are likely to have a material adverse effect on our financial
condition or results of operation.
This section, “Environmental Matters,” contains forward-looking statements within the meaning of Section 27A of the Securities
Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The words “believe”, “expect”,
“estimate”, “may” and similar expressions are intended to identify forward-looking statements. Our expectations regarding our
compliance with Environmental Regulations and our expenditures to comply with Environmental Regulations, including (without
limitation) our capital expenditures on environmental control equipment, and the effect that liability from Environmental
Regulation or Superfund sites may have on our financial condition or results of operations, are only our forecasts regarding these
matters. These forecasts may be substantially different from actual results, which may be affected by the following factors:
changes in Environmental Regulations; unexpected, adverse outcomes with respect to sites where we have been named as a PRP,
including (without limitation) the sites described above; the discovery of new sites of which we are not aware and where
additional expenditures may be required to comply with Environmental Regulations; an unexpected discharge of hazardous
materials in the course of our business or operations; an acquisition of one or more new businesses; a catastrophic event causing
discharges into the environment of hydrocarbons; the inability of other PRPs to pay their share of liability for a Superfund site;
and a material change in the allocation to us of the volume of discharge and a resulting change in our liability as a PRP with
respect to a site.
Economic Factors and Seasonality
Our business is subject to a number of general economic factors that may have a materially adverse effect on the results of our
operations, many of which are largely out of our control. These include recessionary economic cycles and downturns in
customers’ business cycles, particularly in market segments and industries, such as retail and manufacturing, where we have a
significant concentration of customers. Economic conditions may adversely affect our customers’ business levels, the amount of
transportation services they need and their ability to pay for our services. We operate in a highly price-sensitive and competitive
industry, making pricing, customer service, effective asset utilization and cost control major competitive factors. Yellow
Transportation, Roadway, Regional Transportation and Meridian IQ revenues are subject to seasonal variations. Customers tend to
reduce shipments after the winter holiday season, and operating expenses as a percent of revenue tend to be higher in the winter
months primarily due to colder weather. Generally, the first quarter is the weakest while the third quarter is the strongest. The
availability and cost of labor can significantly impact our cost structure and earnings.
Financial Information About Geographic Areas
Our revenue from foreign sources is largely derived from Canada, the United Kingdom, Asia and Mexico. We have certain long-
lived assets located in these countries as well. We discuss this information in the “Business Segments” note under “Item 8,
Financial Statements and Supplementary Data”, of this report.
Item 1A. Risk Factors
We are subject to general economic factors that are largely out of our control, any of which could significantly reduce our
operating margins and income.
Our business is subject to a number of general economic factors that may significantly reduce our operating margins and income,
many of which are largely out of our control. These include recessionary economic cycles and downturns in customers’ business
cycles and changes in their business practices, particularly in market segments and industries, such as retail and manufacturing,
where we have a significant concentration of customers. Economic conditions may adversely affect our customers’ business
levels, the amount of transportation services they need and their ability to pay for our services. Customers encountering adverse
economic conditions represent a greater potential for loss, and we may be required to increase our reserve for bad-debt losses.
The transportation industry is affected by business risks and increasing costs that are largely out of our control, any of
which could significantly reduce our operating margins and income.
Businesses operating in the transportation industry are affected by risks and costs increases that are largely out of our control, any
of which could significantly reduce our operating margins and income. These factors include weather, excess capacity in the
transportation industry, interest rates, fuel prices and taxes, fuel surcharge collection, terrorist attacks, license and registration fees,
insurance premiums and self-insurance levels, difficulty in recruiting and retaining qualified drivers, the risk of outbreak of
epidemical illnesses, the risk of widespread disruption of our technology systems, and increasing equipment and operational costs.
Our results of operations may also be affected by seasonal factors. Because of our self-insurance program, we may be required to
accrue or pay additional amounts if the number and severity of claims is greater than originally estimated.
We operate in a highly competitive industry, and our business will suffer if we are unable to adequately address potential
downward pricing pressures and other factors that may adversely affect our operations and significantly reduce our
operating margins and income.
Numerous competitive factors could impair our ability to maintain our current profitability. These factors include the following:
• We compete with many other transportation service providers of varying sizes, some of which have a lower cost
structure, more equipment and greater capital resources than we do or have other competitive advantages.
• Some of our competitors periodically reduce their prices to gain business, especially during times of reduced growth rates
in the economy, which limits our ability to maintain or increase prices or maintain significant growth in our business.
• Our customers may negotiate rates or contracts that minimize or eliminate our ability to continue to offset fuel price
increases through a fuel surcharge on our customers.
• Many customers reduce the number of carriers they use by selecting so-called “core carriers” as approved transportation
service providers, and in some instances, we may not be selected.
• Many customers periodically accept bids from multiple carriers for their shipping needs, and this process may depress
prices or result in the loss of some business to competitors.
• The trend towards consolidation in the ground transportation industry may create other large carriers with greater
financial resources and other competitive advantages relating to their size.
• Advances in technology require increased investments to remain competitive, and our customers may not be willing to
accept higher prices to cover the cost of these investments.
• Competition from non-asset-based logistics and freight brokerage companies may adversely affect our customer
relationships and prices.
If our relationship with our employees were to deteriorate, we may be faced with labor disruptions or stoppages, which
could adversely affect our business and reduce our operating margins and income and place us at a disadvantage relative
to non-union competitors.
Virtually all of our operating subsidiaries have employees who are represented by the International Brotherhood of Teamsters (the
“IBT”). These employees represent approximately 70% of our workforce.
Each of Yellow Transportation, Roadway, New Penn and USF Holland employ most of their unionized employees under the terms
of a common national master agreement as supplemented by additional regional supplements and local agreements. This current
five-year agreement will expire on March 31, 2008. Other unionized employees are employed pursuant to more localized
agreements. The IBT represents a number of employees at USF Reddaway under these localized agreements, which have wages,
benefit contributions and other terms and conditions that better fit the cost structure and operating models of these business units.
Certain of our subsidiaries are regularly subject to grievances, arbitration proceedings and other claims concerning alleged past
and current non-compliance with applicable labor law and collective bargaining agreements.
Neither we nor any of our subsidiaries can predict the outcome of any of the actions, activities or claims discussed above. These
actions, activities and claims, if resolved in a manner unfavorable to us, could have a material adverse effect on our financial
condition, businesses and results of operations.
Ongoing insurance and claims expenses could significantly reduce our income.
Our future insurance and claims expenses might exceed historical levels, which could significantly reduce our earnings. We
currently self-insure for a portion of our claims exposure resulting from cargo loss, personal injury, property damage and workers’
compensation. If the number or severity of claims for which we are self-insured increases, our earnings could be significantly
We will have significant ongoing capital requirements that could reduce our income if we are unable to generate sufficient
cash from operations.
The transportation industry is capital intensive. If we are unable to generate sufficient cash from operations in the future, we may
have to limit our growth, enter into additional financing arrangements or operate our revenue equipment for longer periods, any of
which could reduce our income. Revenue equipment includes, among other things, tractors and trailers. Our ability to incur
additional indebtedness could be adversely affected by any increase in requirements that we post letters of credit in support of our
insurance policies. See “—Ongoing insurance and claims expenses could significantly reduce our income”. If needed, additional
credit capacity to support letters of credit may not be available on terms acceptable to us.
We operate in an industry subject to extensive government regulations, and costs of compliance with, or liability for
violation of, existing or future regulations could significantly increase our costs of doing business.
The U.S. Departments of Transportation and Homeland Security and various federal, state, local and foreign agencies exercise
broad powers over our business, generally governing such activities as authorization to engage in motor carrier operations, safety
and permits to conduct transportation business. We may also become subject to new or more restrictive regulations imposed by the
Departments of Transportation and Homeland Security, the Occupational Safety and Health Administration or other authorities
relating to engine exhaust emissions, the hours of service that our drivers may provide in any one time period, security and other
matters. Compliance with these regulations could substantially impair equipment productivity and increase our costs.
The Environmental Protection Agency has issued regulations that require progressive reductions in exhaust emissions from diesel
engines through 2010. These reductions began with diesel engines manufactured late in 2002. The regulations currently include
subsequent reductions in the sulfur content of diesel fuel in 2006 and the introduction of emissions after-treatment devices on
newly manufactured engines in 2007. In 2010 further measures will be required by the EPA, most likely involving additional
emissions after treatment devices. These devices will be required for new vehicles manufactured 2010 and after. These regulations
could result in higher prices for tractors and increased fuel and maintenance costs.
We are subject to various environmental laws and regulations, and costs of compliance with, or liabilities for violations of,
existing or future regulations could significantly increase our costs of doing business.
Our operations are subject to environmental laws and regulations dealing with, among other things, the handling of hazardous
materials, underground fuel storage tanks and discharge and retention of stormwater. We operate in industrial areas, where truck
terminals and other industrial activities are located, and where groundwater or other forms of environmental contamination may
have occurred. Our operations involve the risks of fuel spillage or seepage, environmental damage, and hazardous waste disposal,
among others. If we are involved in a spill or other accident involving hazardous substances, or if we are found to be in violation
of applicable laws or regulations, it could significantly increase our cost of doing business. Under specific environmental laws, we
could be held responsible for all of the costs relating to any contamination at our past or present terminals and at third party waste
disposal sites. If we fail to comply with applicable environmental regulations, we could be subject to substantial fines or penalties
and to civil and criminal liability.
The IRS may issue an adverse tax determination concerning a deduction taken by USF (purchased by the Company in
May 2005) in connection with its disposition of USF Worldwide.
In 2002, USF Corporation deducted a loss for its worthless investment in the stock of its subsidiary USF Worldwide upon the
disposition of that stock for no consideration. IRS has concluded that that deduction should be treated as a capital loss (because
IRS questions whether the stock was totally worthless) which would not be fully deductible in 2002 or any other open tax year.
We have protested that adjustment and requested an Appeals conference. The additional tax that could result should the loss
ultimately be treated as a capital loss is approximately $50 million. USF established a reserve of approximately $19 million prior
to our acquisition which has since been adjusted to approximately $18 million. We believe treatment as an ordinary loss is
appropriate but have elected to retain the reserve previously established until resolution with the IRS is reached. An acceptable
resolution may require litigation. Any tax liability other than $18 million would be an adjustment to the goodwill recorded in the
purchase price allocation for the USF acquisition.
We may be obligated to make additional contributions to multi-employer pension plans.
Yellow Transportation, Roadway, New Penn, USF Holland and USF Reddaway contribute to approximately 20 separate multi-
employer pension plans for employees that our collective bargaining agreements cover (approximately 70% of total YRC
Worldwide employees). The largest of these plans, the Central States Southeast and Southwest Areas Pension Plan (the “Central
States Plan”), provides retirement benefits to approximately 41% of our total employees. Our labor agreements with the IBT
determine the amounts of these contributions. The pension plans provide defined benefits to retired participants. We recognize as
net pension cost the contractually required contribution for the period and recognize as a liability any contributions due and
unpaid. We do not directly manage multi-employer plans. The trusts covering these plans are generally managed by trustees, half
of whom the IBT appoints and half of whom various contributing employers appoint.
Under current law regarding multi-employer pension plans, a termination, withdrawal or significant partial withdrawal from any
multi-employer plan in an under-funded status would render us liable for a proportionate share of the multi-employer plans’
unfunded vested liabilities. This potential unfunded pension liability also applies to other contributing employers, including our
unionized competitors who contribute to multi-employer plans. The plan administrators and trustees do not routinely provide us
with current information regarding the amount of each multi-employer pension plan’s funding. However, based on publicly
available information, which is often dated, and on the limited information available from plan administrators or plan trustees,
which we cannot independently validate, we believe that our portion of the contingent liability in the case of a full withdrawal or
termination from all of the multi-employer pension plans to which we contribute would be in a range from $3.0 billion to $4.0
billion on a pre-tax basis. The increase in this estimated range from 2005 reflects a change by the Central States Plan to a more
current mortality table in the determination of their unfunded vested benefit liability. Yellow Transportation, Roadway and the
applicable subsidiaries of Regional Transportation have no current intention of taking any action that would subject us to
withdrawal obligations. If the company did incur withdrawal liabilities, those amounts would generally be payable over periods of
up to 20 years.
In 2006, the Pension Protection Act became law and modified both the Internal Revenue Code (as amended, the “Code”) as it
applies to multi-employer pension plans and the Employment Retirement Income Security Act of 1974 (as amended, “ERISA”).
The Code and ERISA (in each case, as so modified) and related regulations establish minimum funding requirements for multi-
employer pension plans. The funding status of these plans is determined by the following factors:
• the number of participating active and retired employees
• the number of contributing employers
• the amount of each employer’s contractual contribution requirements
• the investment returns of the plans
• plan administrative costs
• the number of employees and retirees participating in the plan who no longer have a contributing employer
• the discount rate used to determine the funding status
• the actuarial attributes of plan participants (such as age, estimated life and number of years until retirement)
If any of our multi-employer pension plans fails to:
• meet minimum funding requirements
• meet a required funding improvement or rehabilitation plan that the Pension Protection Act may require for certain of our
• obtain from the IRS certain changes to or a waiver of the requirements in how the applicable plan calculates its funding
• reduce pension benefits to a level where the requirements are met
the Pension Protection Act could require us to make additional contributions to the multi-employer pension plan from five to ten
percent of the contributions that our collective bargaining agreement requires until the collective bargaining agreement expires.
If we fail to make our required contributions to a multi-employer plan under a funding improvement or rehabilitation plan or if the
benchmarks that an applicable funding improvement plan provides are not met by the end of a prescribed period, the IRS could
impose an excise tax on us with respect to the plan. These excise taxes are not contributed to the deficient funds, but rather are
deposited in the United States general treasury funds.
Depending on the amount involved, a requirement to increase contributions beyond our contractually agreed rate or the imposition
of an excise tax on us could have a material adverse impact on the financial results of YRC Worldwide.
The Central States Plan has applied for, and the IRS has granted, an extension on the amortization of its unfunded liabilities
through 2014, subject to Central States Plan improving its funding levels during that period and certain other conditions. The
company expects these funding levels and conditions could form the basis of a funding improvement or rehabilitation plan.
Assuming that the Central States Plan meets these conditions, it is expected to meet the minimum funding requirements, as the
IRS has modified them, through at least 2014, as well as a funding improvement plan. Absent the benefit of the amortization
extension that the IRS has granted to the Central States Plan, the Company believes that the plan would not meet the minimum
funding requirements that the Code and related regulations require and the ability for the Central States Plan trustees to adopt a
funding improvement plan acceptable to the IRS would be uncertain.
Our management team is an important part of our business and loss of key personnel could impair our success.
We benefit from the leadership and experience of our senior management team and depend on their continued services to
successfully implement our business strategy. Other than our Chief Executive Officer, William D. Zollars, and James D. Staley,
head of Regional Transportation, we have not entered into employment agreements for a fixed period with members of our current
management. The loss of key personnel could have a material adverse effect on our operating results, business or financial
Our business may be harmed by anti-terrorism measures.
In the aftermath of the terrorist attacks on the United States, federal, state and municipal authorities have implemented and are
implementing various security measures, including checkpoints and travel restrictions on large trucks. Although many companies
will be adversely affected by any slowdown in the availability of freight transportation, the negative impact could affect our
business disproportionately. For example, we offer specialized services that guarantee on-time delivery. If the security measures
disrupt or impede the timing of our deliveries, we may fail to meet the needs of our customers, or may incur increased expenses to
do so. We cannot assure you that these measures will not significantly increase our costs and reduce our operating margins and
Item 1B. Unresolved Staff Comments
We did not have any unresolved staff comments during the current fiscal year.
Item 2. Properties
At December 31, 2006, we operated a total of 970 transportation service centers located in 50 states, Puerto Rico, Canada and
Mexico. Of this total, 522 were owned and 448 were leased, generally with renewal terms of three years or less. The number of
vehicle back-in doors totaled 35,412, of which 28,684 were at owned facilities and 6,728 were at leased facilities. The
transportation service centers vary in size ranging from one to three doors at small local facilities, to over 420 doors at the largest
consolidation and distribution facility. We own substantially all of the larger facilities which contain the greatest number of doors.
In addition, we and our subsidiaries own and occupy general office buildings in Overland Park, Kansas, Akron, Ohio, Lebanon,
Pennsylvania; Carlisle, Pennsylvania; Holland, Michigan and Winnipeg, Manitoba. Our owned transportation service centers and
office buildings are unencumbered.
Our facilities and equipment are adequate to meet current business requirements in 2007. Refer to “Item 7, Management’s
Discussion and Analysis of Financial Condition and Results of Operations”, for a more detailed discussion of expectations
regarding capital spending in 2007.
Item 3. Legal Proceedings
We discuss legal proceedings in the “Commitments, Contingencies, and Uncertainties” note under “Item 8, Financial Statements
and Supplementary Data”, of this report.
Item 4. Submission of Matters to a Vote of Security Holders
We did not submit any matters to the vote of our stockholders during the fourth quarter of the most recent fiscal year.
Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities.
As of January 31, 2007, approximately 16,500 shareholders of record held YRC Worldwide common stock. Our only class of
stock outstanding is common stock, traded through the NASDAQ Stock Market. Trading activity averaged 1,324,000 shares per
day during 2006, down from 1,563,000 per day in 2005. The NASDAQ Stock Market quotes prices for our common stock under
the symbol “YRCW.” The high and low prices at which YRC Worldwide common stock traded for each calendar quarter in 2006
and 2005 are shown below.
Quarterly Financial Information (unaudited)
First Second Third Fourth
(in thousands, except per share data) Quarter Quarter Quarter Quarter
Operating revenue $ 2,374,161 $ 2,565,779 $ 2,571,087 $ 2,407,663
Losses (gains) on property disposals, net 882 (3,226) 2,427 (8,443)
Operating income 87,828 172,281 177,591 107,734
Net income 42,136 92,252 95,785 46,459
Diluted earnings per share 0.71 1.58 1.64 0.80
High 51.54 45.32 44.43 42.49
Low 37.10 36.07 35.27 36.40
Operating revenue $ 1,677,961 $ 2,088,846 $ 2,491,650 $ 2,483,100
Losses (gains) on property disposals, net (3,234) 1,250 1,638 (5,042)
Operating income 89,989 135,818 156,787 153,716
Net income 49,893 76,105 85,285 76,847
Diluted earnings per share 0.96 1.38 1.42 1.30
High 63.40 60.43 56.17 49.03
Low 51.01 47.89 39.25 40.23
(a) Includes the results of all YRC Worldwide entities including USF entities from the date of acquisition, May 24, 2005.
(b) The 2006 amounts reflect lower employee benefits expense of $12 million for a change in a non-union vacation payout practice, lower depreciation expense of
$14 million for revised depreciation policies and higher acquisition charges of $13 million related to the USF Red Star multi-employer pension plan
Purchases of Equity Securities by the Issuer
We consider several factors in determining when to make share repurchases including, among other things, our cash needs and the
market price of the stock. In April 2006, our Board of Directors authorized a $100 million share repurchase program. During
September 2006, we purchased and converted to treasury stock 521,100 shares of common stock at a cost of approximately $20
million with an average price paid per share of $38.34.
In September 2005, our Board of Directors authorized a $50 million share repurchase program. During the fourth quarter of 2005,
we purchased and converted to treasury stock 1,064,382 shares of common stock at a cost of approximately $50 million.
The following table presents the total number of shares repurchased during fiscal year 2005 by month and the average price paid
Total Number of Average Price Paid
Fiscal Period Shares Purchased per Share
November 1, 2005, through November 30, 2005 832,917 $ 47.46
December 1, 2005, through December 31, 2005 231,465 $ 45.08
Total Fiscal 2005 1,064,382 $ 46.95
We did not declare any cash dividends on our common stock in 2006 or 2005.
The information required by this item with respect to information regarding our equity compensation plans is included under the
caption “Equity Compensation Plan Information” in our Proxy Statement related to the 2007 Annual Meeting of Shareholders and
is incorporated herein by reference.
Common Stock Performance
Set forth below is a line graph comparing the yearly percentage change in the cumulative total stockholder return of the Company’s
common stock against the cumulative total return of the S&P Composite-500 Stock Index and the Dow Jones Transportation
Average Stock Index for the period of five years commencing December 31, 2001 and ending December 31, 2006.
Total Shareholder Returns
DJ Trans S&P 500 YRCW
DJ Trans S&P 500 YRC Worldwide
Index Index Inc.
Dec-01 100 100 100
111 100 105
104 87 129
83 72 118
Dec-02 90 78 116
83 75 111
94 87 107
105 89 138
Dec-03 118 100 167
114 102 156
126 104 184
128 102 216
Dec-04 151 111 257
148 109 270
139 110 234
150 114 191
Dec-05 168 117 206
184 121 176
199 120 194
180 127 171
Dec-06 185 135 174